Criminal Justice Branch - Courageous, Fair, and Efficient - A Prosecution Service that has the Confidence of the Public - Government of B.C.
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
B.C.’s Prosecution Service
Strategic Plan
2016/17-2018/19
Criminal Justice Branch
Courageous, Fair, and Efficient –
A Prosecution Service that has the Confidence of the Public
www.gov.bc.ca/prosecutionservice
Region 5
Northern
Region 2
Vancouver
Region 4
Interior
Region 1
Vancouver Island -
Powell River Region 3
Fraser
Office of the ADAG /
Crown Law Division
2 | Ministry of Justice – Criminal Justice BranchCJB Strategic Plan - 2016/2017-2018/2019
B.C.’s Prosecution Service
Strategic Plan
2016/17 - 2018/19
Table of Contents
Branch Vision, Mission and Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Goal One . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Goal Two . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Goal Three . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Goal Four . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Goal Five . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Key Performance Indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
3 | Ministry of Justice – Criminal Justice BranchCriminal Justice Branch Vision
Courageous, Fair and Efficient – a Prosecution Service that has the Confidence of the Public
Branch Mission
As an integral part of the Ministry of Justice, the Criminal Justice Branch
will deliver on its core responsibilities in a manner that safeguards
prosecutorial independence, and supports an effective justice system
through communication, collaborative effort and innovation.
Branch Values
B.C.’s Prosecution Service is governed by seven fundamental values:
• Fairness - We act with fairness and impartiality in our pursuit of justice.
• Independence - We perform our public service without regard to
improper influence or interference.
• Rule of Law - We apply the rule of law consistently and diligently.
• Public Safety - We understand the importance of public safety and the need for its
continued, informative role in our decision-making.
• Excellence - We achieve excellence by working together and by employing our skills
and knowledge in accordance with the highest ethical standards.
• Attitude - We serve the public with courtesy and respect.
• Our People - We are dedicated to effectively supporting Branch staff in pursuit of
their professional goals, treating one another with respect, recognizing individual
achievement and sharing information, knowledge and resources.
4 | Ministry of Justice – Criminal Justice BranchCJB Strategic Plan - 2016/2017-2018/2019
Introduction
The 2016/17-2018/19 Strategic Plan for the Criminal Justice Branch, Ministry of
Justice, establishes a clear road map for the Branch’s operational and justice reform
priorities for the next three years. It also gives concrete expression to the Vision,
Mission and Values that guide the Branch’s role as B.C.’s Prosecution Service.
The Criminal Justice Branch was formed in 1974 to bring consistent standards
for prosecution services throughout the province. Provincial legislation
governing the Branch, the Crown Counsel Act, R.S.B.C. 1996, c.87, was passed in
June 1991. Under the Act, the Branch has independent authority to:
• approve and conduct all prosecutions of criminal and regulatory offences
that fall within the jurisdiction of the Provincial Attorney General;
• conduct all related appeals and other proceedings;
• advise government on criminal law matters;
• develop policies and procedures in respect of the administration of M. Joyce DeWitt-Van Oosten, QC
criminal justice; Assistant Deputy Attorney General
• communicate with the public about prosecutions; and,
• complete any other function assigned by the Attorney General.
The Planning Context
B.C.’s Justice and Public Safety Sector
In April 2013, the British Columbia legislature enacted the Justice Reform and Transparency Act, which enabled
the creation of a Justice and Public Safety Council, with members appointed by the Minister of Justice and
Attorney General. The Assistant Deputy Attorney General, Criminal Justice Branch, is a member of this Council.
The Justice and Public Safety Strategic Plan: April 2016 to March 2019 outlines the Council’s shared vision for
the sector, as well as the Council’s intended direction and focus over the next three years:
British Columbia is committed to a justice and public safety sector founded on the rule of law. The sector encompasses criminal,
civil, family and administrative law. It is fair, protects people, is sustainable, and has the public’s confidence. (pg. 3)
Specifically, the Council’s vision includes four distinct goals for the sector:
1. Fair – by being accessible, impartial, and timely;
2. Protects people – via preventative and protective measures, and by working systemically;
3. Sustainable – by being focused on key services, well managed and effective; and
4. Public confidence – by being adaptive, performance-focused and empowering.
When engaged in strategic planning, the Criminal Justice Branch is informed by the Council’s vision and its goals.
Ministry of Justice Strategic Direction
The Ministry of Justice has developed a Strategic Framework for Sustainability that supports and is aligned
with the Justice and Public Safety Council’s vision and the goals for the sector. Further, it provides a framework
to guide Ministry and Branch decision-making and to assist in how capital and operational funding for
transformative projects and initiatives is managed and prioritized.
5 | Ministry of Justice – Criminal Justice BranchThe Criminal Justice Process
INVESTIGATION CHARGE
ASSESSMENT PROSECUTION SENTENCING APPEALS
Police investigate Crown receives If charges are If the accused is The decision of
possible crime. RCC – which is laid, Crown found guilty after the judge or jury
If warranted, then subject Counsel conducts a trial, or pleads is final. However,
police or other to charge a prosecution guilty to charges, that decision may
investigative assessment: against the a sentence will be be appealed. An
agencies submit accused on behalf imposed. appeal is a formal
• Is there a
to Crown a Report of the community. request for change
substantial
to Crown Counsel to the decision
likelihood of Trials may be held
(RCC) for charge believing an error
conviction? in Provincial Court
assessment. was made in
or the Supreme
• Is prosecution some important
Court of BC.
required in the aspect of the trial.
public interest? Appeals can be
initiated:
The trial will • from a conviction
Crown Counsel can: determine if the and/or sentence;
accused is found:
• Lay charges; • from an acquittal.
• not guilty; or
• Not lay charges;
• guilty.
• Refer person to
an alternative
measures
program; or
• Refer matter back
to investigative
agency for more
information.
6 | Ministry of Justice – Criminal Justice BranchCJB Strategic Plan - 2016/2017-2018/2019
Introduction, continued
The Ministry of Justice Strategic Framework for Sustainability identifies the following principles to guide
service delivery:
• People – Our workforce is the foundation for achieving our vision, goals and objectives. We will
support our people in their work and career aspirations, and foster an informed, engaged, innovative
and performance-focused workforce that is prepared for the future.
• Purpose – We will focus on achieving outcomes that make a positive difference to the wellbeing of
people and communities across British Columbia.
• Partnerships – We will collaborate and promote partnerships across the Ministry and externally, and
we will integrate programs and services where appropriate and beneficial.
• Performance – We are accountable for achieving our goals and objectives. We will use innovation,
business intelligence and evidence-based management to improve our performance, and we will be
transparent in reporting results.
Strategic Plan – B.C.’s Prosecution Service
The goals and objectives presented in this 2016/17-2018/19 Strategic Plan for B.C.’s Prosecution Service align
with those set out in the Justice and Public Safety Strategic Plan: April 2016 to March 2019, and the Ministry of
Justice’s Strategic Framework for Sustainability.
2012 – 2015: Completion of Proposals for Reform
In December 2015, the Criminal Justice Branch substantially completed a comprehensive list of “Proposals
for Reform” that were endorsed by Mr. Geoffrey Cowper, QC, Chair of government’s 2012 Justice Reform
Initiative. These priorities informed the Branch’s strategic direction over the past three years; a report on the
Branch’s efforts and their outcome is available at www.gov.bc.ca/prosecutionservice.
2016/17 – 2018/19 Branch Strategic Priorities
While work related to the “Proposals for Reform” is substantially completed, the Branch’s strategic direction remains
focused on continuous improvement of its file management processes and administrative business procedures.
In particular, the following strategic priorities have been identified and are outlined in greater detail in this plan:
• Launch of a Comprehensive Disclosure Strategy aimed at enhancing efficiencies and relieving workload
pressures associated with disclosure, in partnership with the Ministry’s Policing and Security Branch
• Implementation of a Continuous Improvement initiative, which is a two year project focused on
enhancing and streamlining Branch administrative processes
• Monitoring and reviewing progress related to the Branch’s 2012-2015 reform efforts, including assessing
implementation of Enhanced Crown File Ownership and Quality Standards.
The Branch’s continued commitment to justice reform and ongoing improvement is made while recognizing
that the first operational priority of the Criminal Justice Branch is to effectively conduct the prosecutions and
appeals that fall within its statutory mandate. Accordingly, the Branch is also committed to supporting the
training and equipment needs, change management requirements, and professional development of its legal
and administrative staff. Without the daily courage and professionalism demonstrated by members of B.C.’s
Prosecution Service, both legal and administrative staff, the Branch would not have achieved its justice reform
milestones over the last three years. Branch management is grateful for their expertise, their dedication and
their continued commitment to the Vision, Mission and Values of the B.C. Prosecution Service.
7 | Ministry of Justice – Criminal Justice BranchGoal One
B.C.’s Prosecution Service
is fair
Ministry Objectives:
Accessible
We offer services accessible to all regardless of means or location,
provide meaningful redress, and ensure access to justice for vulnerable
and marginalized people proactively.
Impartial
We model integrity, fairness, and natural justice in our procedures
and in delivering services, treating people equally.
Timely
We work together to reduce systemic delay as an impediment to justice;
we seek early resolution of individual processes wherever possible.
8 | Ministry of Justice – Criminal Justice BranchCJB Strategic Plan - 2016/2017-2018/2019
1 Criminal Justice Branch Alignment:
B.C.’s Prosecution Service will lead or participate in projects or initiatives that
enhance the criminal justice system’s ability to facilitate early resolution, be timely,
fair and reduce the likelihood of systemic delay.
A. Branch-Supported Ministry Priority Initiatives
1. Expanded Criminal Duty Counsel pilot
In 2014/15, the government initiated funding for a series of legal aid justice transformation pilot projects
created to enhance access and outcomes within the criminal and family justice system. An Expanded Criminal
Duty Counsel pilot began at the Port Coquitlam court house in spring 2015, and complemented two other
criminal justice system reforms: the Provincial Court Scheduling Project and the Branch’s Enhanced Crown
File Ownership and Quality Standards initiative. Under this pilot, dedicated duty counsel retain conduct
of selected files and provide services to an expanded range of clients, many previously unrepresented, and
provide greater continuity of counsel for accused persons.
The Ministry is reviewing outcomes of the pilot based on an independent evaluation and, as appropriate,
making recommendations for either continuation or expansion of the program into 2016/17 and beyond. The
Branch will work collaboratively with the Ministry to support the next steps as they are determined.
B. Branch Priority Initiatives
1. Enhanced Crown File Ownership and Quality Standards
In 2014, the Branch implemented a series of case management and process reforms intended to facilitate
increased early resolution of prosecution files, improve trial readiness on matters for which adjudication is
reasonably necessary, and enhance file ownership, or continuity of conduct, wherever operationally feasible.
In 2016/17, the Branch will continue to support and sustain the implementation of these reforms; a monitoring
framework has been established to assess progress and make modifications, as needed. Measures of success
include the proportion of files resolving at or before arraignment, reduced time to disposition and reduced
number of Crown Counsel appearing on a file.
2. Crown Counsel Policy Review Project
On an ongoing basis since 2014, the Branch has been actively reviewing the Crown Counsel Policy Manual
to ensure that Branch policies remain relevant, useful, fair and in compliance with legal obligations.
This review will be substantially completed by the end of 2016. The Branch will continue to make the
Crown Counsel Policy Manual available to the public via the internet, with a view to promoting increased
understanding of prosecutorial responsibilities and the policies and guidelines that condition the exercise
of discretion by Crown Counsel.
9 | Ministry of Justice – Criminal Justice BranchGoal Two
B.C.’s Prosecution Service
protects people
Ministry Objectives:
Preventative
We offer early, appropriate, and effective interventions to reduce antisocial behaviour,
assisting people in rebuilding healthy, productive lives.
Protective
We work together to reduce threats to public safety, protect complainants and victims
of crime, and prevent re-victimization of the vulnerable by the system.
Systemic Approach
We work across all levels of government to understand and address root causes of
crime, and support and participate in effective alternative interventions and innovation.
10 | Ministry
���������������������������������������������
of Justice – Criminal Justice BranchCJB Strategic Plan - 2016/2017-2018/2019
2
Criminal Justice Branch Alignment:
B.C.’s Prosecution Service will lead or participate in projects or initiatives that
improve communication and collaboration between the Branch and criminal
justice agencies, such as law enforcement and the Corrections Branch, and that
address the need for proactive responses to maintain public safety.
A. Branch Supported Ministry Priority Projects
1. CREDIT - eDisclosure Implementation
The Branch will continue to work on the Integrated Corrections Operations Network (ICON) II project. In
2016/17, this will involve pilot testing and planning for province-wide rollout. The second phase of the project,
now referred to as the Crown eDisclosure Information Technology system, or CREDIT for short, will enable
continued, timelier compliance with the Supreme Court of Canada requirement to provide both in- and out-of-
custody accused with appropriate access to eDisclosure evidence.
B. Branch Priority Initiatives
1. Major Case Management Model
In December 2012, the Branch formally approved a Major Case Management Model for implementation on
its largest, high-profile cases. These cases often involve allegations of gang-related and criminal organization
offending. The model introduces a project management approach to these prosecutions, with a view to
increasing prosecution effectiveness and process efficiency. It includes an evaluative component once a matter
has reached final conclusion.
Moving forward, the Branch will continue with its application of this Model and actively engage in the
consideration and development of best practices in the area of major cases through involvement in a Ministry
of Justice Executive Working Group on Major Case Management, as well as cross-sector discussions.
2. Safety and Security Initiatives
The Branch remains committed to provide a safe and secure workspace for its staff, and to actively participate
in a cross-Ministry effort to maintain a physically safe environment for all occupants of provincial courthouse
facilities. Initiatives planned include training sessions for staff, development and support of safety and security
strategies and programs to ensure compliance with government requirements, and conducting threat risk
assessments when necessary.
11 | Ministry of Justice – Criminal Justice BranchGoal Three
B.C.’s Prosecution Service
is sustainable
Ministry Objectives:
Focused
Based on measurable demand, we make evidence-based decisions
to resource the system’s necessary functions, ensuring these services
are delivered efficiently.
Managed
We allocate resources prudently across the system according
to clear and demonstrated cause and effect.
Effective
We measure and improve the return on investment of public resources,
collectively and as institutions.
12 | Ministry
���������������������������������������������
of Justice – Criminal Justice BranchCJB Strategic Plan - 2016/2017-2018/2019
3 Criminal Justice Branch Alignment:
B.C.’s Prosecution Service will lead or participate in projects that improve
sustainability, effective management and the capacity to measure and display how
the criminal justice system is performing.
A. Branch Supported Ministry Priority Projects
1. Crown Counsel Scheduling System (CCSS)
As part of the Ministry’s effort to develop sector wide, collaborative technologies, in 2015 the Branch began
working in partnership with Court Services Branch on the design and development of a Crown Counsel
electronic scheduling system (CCSS) to support enhanced Crown file ownership. In 2015/16, the Branch began
piloting the first version of CCSS. A province-wide phased rollout is planned for 2016/17, while continuing to
refine CCSS functionality, using an agile service design approach.
Once implemented province-wide, CCSS will allow for enhanced efficiencies, including the ability for Provincial
Court Judicial Case Managers to access assigned Crown Counsel availability via integration with the Provincial
Court Scheduling System (PCSS), the creation of integrated Crown Counsel, trial and Crown office calendars,
and the ability for court appearances to automatically be populated to Crown Counsel outlook calendars.
With CCSS as the starting point, the Branch’s medium- to long-term strategic objective is to create an integrated
digital workspace that can allow for integration with other business workflows, such as disclosure and document
production. Such a collaborative technology platform has the potential to significantly optimize management
of prosecution files, reduce the paper burden, and support the effective administration of criminal justice.
2. Corporate Business Intelligence and Performance Measurement
The Branch will continue to assist the Ministry work underway to strengthen corporate business intelligence
capacity, which is intended to enable measurement and reporting on progress of goals of the sector, including
reducing unreasonable delay and seeking early resolution, where appropriate.
The Branch will also continue its active participation in a number of initiatives at a Ministry and sector level
aimed at enhancing corporate business intelligence (BI), including the Justice and Public Safety Sector working
group on performance measures.
B. Branch Priority Initiatives
1. Comprehensive Disclosure Strategy
Addressing inefficiencies and risks in the criminal justice disclosure process has been identified as a justice
reform priority. The Criminal Justice Branch and Policing and Security Branch are collaborating in the
development and implementation of a Comprehensive Disclosure Strategy with the goal of achieving more
effective and efficient management of criminal case disclosure across the criminal justice system. Objectives
13 | Ministry of Justice – Criminal Justice BranchGoal Three , continued
B.C.’s Prosecution Service
is sustainable
Ministry Objectives:
Focused
Based on measurable demand, we make evidence-based decisions
to resource the system’s necessary functions, ensuring these services
are delivered efficiently.
Managed
We allocate resources prudently across the system according
to clear and demonstrated cause and effect.
Effective
We measure and improve the return on investment of public resources,
collectively and as institutions.
14 | Ministry
���������������������������������������������
of Justice – Criminal Justice BranchCJB Strategic Plan - 2016/2017-2018/2019
Goal Three, continued
include developing a system-wide understanding of the entire disclosure process, reducing the overall
workload pressures associated with disclosure management practices, building awareness and understanding
of disclosure obligations and best practices. The Disclosure Strategy will include recommendations for future
improvements, enhanced efficiencies, and innovative solutions – including maximizing the use of existing
technology and potential technological advancements.
It is anticipated that full implementation of the Strategy will take place over a two-year period, through fiscal
years 2015/2016 and 2016/2017, with deliverables occurring throughout calendar year 2017.
2. Branch Continuous Improvement and Quality Assurance
The Branch has embarked on a two-year Continuous Improvement initiative focused on enhancing and
streamlining administrative processes that support the everyday work of the Branch, ranging from records
management to witness notification. This work will be collaborative in nature and engage a wide range of
administrative staff and Branch resource groups, including the Community of Practice for Office Managers
and District Administrators (CoP OMDA), the Branch’s Paralegal Resource Group and the JUSTIN Regional
Resource Team.
The Branch Audit Committee for Quality Assurance will continue its work in 2017 and select a case management
practice for internal review by a quality assurance team comprised of Crown Counsel, excluded and
administrative staff. Recommendations for improvement, as appropriate, are forwarded to Branch Management
Committee for consideration.
3. Branch Business Intelligence and Performance Measurement
Over the years, the Branch has significantly elevated its efforts to both develop and use business intelligence
(data and analytics) as a means of providing insight into its operations. The Branch’s use of business intelligence
has both internal and external application: operational metrics and measures can inform process and practise
improvements, while key performance indicators (KPIs) can build understanding of the conduct of prosecutions
within the criminal justice system and demonstrate transparency. The Branch will continue to report out on
findings from its internal File Closing Survey, which provides valuable information to understand the process
and resolution of files.
The Branch is moving into the performance-monitoring phase with respect to several of the 2012 “Proposals
for Reform”. Significant efforts will be made in 2016/17 to assess and report on how these efforts are meeting
their objectives. This will include reporting out in the next Annual Report on the KPIs included in this Branch
Strategic Plan (page 20).
15 | Ministry of Justice – Criminal Justice BranchGoal Four
B.C.’s Prosecution Service
has the public’s confidence
Ministry Objectives:
Adaptive
We offer services and programs that are nimble; we solicit and respond
to the needs of people, and monitor the effectiveness of our programs.
Performance-Focused
We assume collective and respective responsibility for system performance,
engaging British Columbians in dialogue as users and observers of the system.
Empowering
People entering the system have sufficient opportunity and support
to learn its rules and practices at their level of need; the public both understands
and values the system; we treat the time of every participant as valuable.
16 | Ministry
���������������������������������������������
of Justice – Criminal Justice BranchCJB Strategic Plan - 2016/2017-2018/2019
4 Criminal Justice Branch Alignment:
B.C.’s Prosecution Service will lead or participate in projects or initiatives
that enhance and improve a meaningful understanding of, and public
confidence in, the criminal justice system.
A. Branch-Supported Ministry Priority Initiatives
1. Lean Methodology
Lean is a continuous improvement approach that has been embraced within the BC Public Service, emphasizing
a collaborative, employee-driven approach to finding innovative solutions that help improve operations. As
and when appropriate, the Branch will continue to use the Lean methodology to support its streamlining
efforts as part of the two-year Continuous Improvement initiative.
2. B.C. Prosecution Service Open Data-Sets
As part of its commitment to transparency and expanded external communication, the Branch will continue
to update the Charge Assessment and Concluded Prosecutions data dashboards on an internet site. Justice
sector information that is provided by the Ministry on this same site includes data from the Court Services and
Corrections Branches.
B. Branch Priority Initiatives
1. Enhanced External Communications and Public Education
Building on its achievements over the past three years, the Branch will continue to strengthen its efforts in
the areas of external communications and public education, including the development of public and legal
education tools and resources (such as plain language information sheets on key criminal justice topics of
interest) and continued participation in school and courtroom visits. The Branch’s Public Education Planning
Committee is also working in partnership with the Ministry of Education to develop customized learning
resources that reflect criminal justice and prosecution-related learning goals within the new provincial Law
Studies high school curriculum.
The Branch will continue its emphasis on the use of Media and Clear Statements to increase public understanding
of Branch decisions on high profile prosecution files, including the rationale underlying decisions, the processes
by which decisions are made, and the factors that are considered.
17 | Ministry of Justice – Criminal Justice BranchGoal Five
B.C.’s Prosecution Service
values its workforce
Branch Objectives:
Informed
Employees have sufficient opportunity and support to learn the Branch’s policies,
procedures and practices at their level of need; to understand the procedural and
substantive workings of the criminal justice system; and are trained in developments
within the law and management practice.
Performance-focused
Employees will have the opportunity to have meaningful discussions with
their supervisors regarding their career performance and development.
Employees will be supported to take training related to their career goals.
Employees will be given the tools to perform their work effectively and efficiently.
Engaged
Employees will be informed of Branch priorities and have opportunities to
participate in discussions of best practices in open, two-way dialogue between
Branch management and staff.
18 | Ministry
���������������������������������������������
of Justice – Criminal Justice BranchCJB Strategic Plan - 2016/2017-2018/2019
5 Criminal Justice Branch Alignment:
B.C.’s Prosecution Service will establish or facilitate projects or initiatives that
enhance, develop, and support its most important organizational asset: its people.
A. Branch-Supported Ministry Priority Initiatives
1. Succession Management
In light of current demographics, government has signalled that succession planning will be a priority for
all Deputy Ministers starting in fiscal 2016/17. The Branch will work collaboratively with the Ministry and
the Public Service Agency to update its succession management strategy and develop strategies to address
demographic and/or succession planning issues facing the Prosecution Service.
B. Branch Priority Initiatives
1. Administrative Staff Learning and Development Strategy
In development since 2015, and subject to the approval of Branch management, in 2016/17 the Branch will
launch implementation of an administrative staff learning and development strategy. This strategy has been
informed by a needs assessment survey, by Branch work environment survey (WES) scores, and from active
engagement with the Community of Practice for Office Managers and District Administrators (CoP OMDA).
Initiatives within the strategy focus on practical training, as well as enhanced access to “stretch assignments”
that can build new skills and competencies.
The Branch will continue to support the professional development requirements of Crown Counsel.
2. Recruitment and Retention
The Branch will continue to work with the Public Service Agency on a hiring pilot project that is aimed
at addressing administrative staff recruitment and retention issues in the Lower Mainland through the
development of a coordinated approach that streamlines the hiring process, and improves the suitability (or “fit”)
and quality of applicants.
This fiscal, the Branch will also begin to utilize an exit survey as a learning tool to gain valuable information
and constructive feedback regarding the Branch work environment and organizational turnover; in particular,
how much turnover is voluntary and preventable, and how much is non-preventable (due to factors outside
the organization’s control).
19 | Ministry of Justice – Criminal Justice BranchCJB Strategic Plan - 2016/2017-2018/2019
Key Performance Indicators
Key Performance Indicators (KPIs) are designed as a means to assess progress towards the Branch Vision and
strategic direction. They are reported out externally in the Branch Annual Report and internally, progress
is monitored quarterly by Branch Management Committee. In 2015, the Branch adjusted its Key Performance
Indicators (KPIs) to directly align with the Branch’s strategic plan goals, as well assess progress towards its Vision:
Courageous, Fair and Efficient – A Prosecution Service that has the confidence of the public.
Category Indicator
Judicial Stays of Proceedings (for delay only)
Charge Assessment turnaround time
Goal One –
BC’s Prosecution Service is fair
Time to Case Disposition
% of files that resolve at or before Arraignment
% of files meeting Branch compliance obligations under the
Victim of Crime Act (VOCA)
Goal Two –
BC’s Prosecution Service protects people
% of Domestic Violence files with early resolution
Goal Three –
% of files where Crown Counsel perform online charge assessments
BC’s Prosecution Service is sustainable
Goal Four –
BC’s Prosecution Service # of CJB media statements produced with a Clear Statement
has the public’s confidence
Goal Five –
BC’s Prosecution Service Workforce Engagement Survey score
values its workforce
20 | Ministry
���������������������������������������������
of Justice – Criminal Justice BranchCJB Strategic Plan - 2016/2017-2018/2019
For more information on the
Criminal Justice Branch, please visit:
www.gov.bc.ca/prosecutionservice
21 | Ministry of Justice – Criminal Justice BranchYou can also read
